Volunteer Management: Two Sides of the Story

Suzanne Bellanger
Account Director
Faircom New York

At most (if not all) non-profits, volunteers are a vital part of the operation. Volunteers dedicate their own time and resources to accomplish critical tasks that would otherwise not get done or be a burden to staff. In some cases they also actively engage in fundraising, broadening the non-profit’s reach by engaging their own network of friends and colleagues and encouraging them to support the organization financially and otherwise. Many non-profits would simply not be able to achieve their missions without the critical support their volunteers provide.

As a donor relations professional, I understand how critical it is to ensure volunteers feel appreciated. I know my colleagues who work directly with volunteers spend a lot of time thinking about how to make sure the dedicated people who give generously of their time know how important they are to us. But do we always get it right? The only people who really know are the volunteers themselves.

One of the best things you can do as a volunteer manager is to become a volunteer yourself – not at your own organization, of course, but at one with a mission that you can feel equally as passionate about, one where you feel you can make an impact. Your experience there, in addition to being personally rewarding, will shape how you approach the volunteer experience.

I volunteer at two different organizations outside of work. They are very different but have similar missions. I am equally engaged with both of them, but most definitely feel more appreciated by one than the other. Don’t get me wrong – I don’t feel unappreciated by the second one, it’s just that the first one does a much better job of demonstrating how grateful they are for the personal time and financial commitment I give to them. I feel more valued and much more a part of the organization at that one than the other.

The differences are subtle, but they speak volumes. For example, I regularly receive written communications from Organization 2 addressed to “Susan.” My name is Suzanne. I can forgive the barista at Starbucks for getting it wrong on my latte, but I expect a little more from someone I’ve been actively engaged with for more than two years – especially one I spend a good deal of my own personal time and money trying to help. Being called “Susan” makes me feel like they don’t really want to know me and they don’t really care about me other than superficially because of what I can do for them. On the other hand, I feel as though I have a real and personal relationship with the Advancement Director and other staff members at Organization 1. I receive emails regularly just checking in to see how things are going outside of the work we’re engaging in together. The team there knows my husband’s name and my kids’ names. They know my hobbies and the last place I went on vacation. They know ME.

Obviously at larger non-profits it’s impossible to establish close personal relationships with all volunteers. But measures can be put in place to make sure volunteers at least feel as though staff members value them and appreciate who they are outside of their involvement with the organization. First, always get the name right. Pay attention to spelling and know if the volunteer has a preferred name or nickname. Also, reach out on birthdays or other holidays or just randomly, for anything other than asking for help with something. It feels really nice to NOT be asked to do something. This is another difference between the two non-profits where I volunteer. When I receive an email message from Organization 2, I sometimes hesitate to open it because I know what’s coming: a request to help staff an event, a plea to step up my outreach or a reminder about my (unmet) fundraising goals. When I get an email from Organization 1, I open it immediately and if it’s a request for additional help with something, I typically say yes. Because more times than not, it’s an email telling me about something interesting that’s happened, or an update about our shared goals. If the only time you hear from an organization is when they need something from you, it becomes pretty clear how they feel about you. Just like any other relationship, it has to be equitable. One party won’t want to continue to give if the other is only taking.

Volunteers don’t generally lend their time and expertise to your organization because they want something tangible in return. But they DO want access to information and they want to know that the time they’re dedicating makes a real difference and furthers your mission. I receive regular updates about the status of grant proposals I write for Organization 1 and also have frequent conversations with staff about accomplishments those grants made possible. I also get invited to a lot of school-based activities, including an open invitation to attend the morning meeting and share in after-school programming where I can interact with the students and get to know them personally. This makes me feel as though I’m really a part of the community. It makes me want to give even more of my spare time to help ensure that the students I meet have the resources they need for a truly transformative educational experience. With Organization 2, I’m never quite sure where we are with our fundraising goals. Updates are provided, but they’re infrequent and incomplete, and I find it a bit frustrating.

If it’s not feasible for your volunteer managers to have regular in-person or telephone conversations with volunteers, consider creating a web-based volunteer portal where you can provide your volunteers with information they need to understand your goals and objectives, and share updates about initiatives they’re helping to execute. Having easily accessible information at their fingertips will help volunteers feel more confident in their knowledge of you and the work they’ve committed to doing for you, whether it’s outreach, fundraising, or helping to execute an event.

If your organization doesn’t engage in activities that volunteers can participate in, consider hosting volunteer appreciation events that are designed solely to recognize and appreciate the volunteer impact. They don’t have to be large scale or fancy, just something that brings staff and volunteers together in one space so you can foster a sense of community and demonstrate appreciation.

Being a volunteer has given me both a deeper appreciation for how critical it is to focus on the volunteer at the individual level, and a better understanding of how to make that happen. Personal interactions, access to information, and an inclusive culture will ensure your volunteers feel appreciated and relevant, and keep them committed to your organization and connected to your mission.